City of Huntington Beach - Implementation Action Plan for the 2023-2027 S trategic Plan Progress Update #1 (January 2024)
City of Huntington Beach
Implementation Action Plan for the 2023-2027 Strategic Plan Progress Update #1 (January 2024)
The Implementation Action Plan (IAP) is used by City staff to implement the 2023-2027 Strategic Plan goals, given various considerations such as resource availability ( i.e., staffing, finances, and equipment). It is also used to track the progress of the Plan for greater transparency and community engagement.
Each Goal in the IAP includes the following details to guide staff towards the orderly implementation and completion of all items in the Plan. However, the Plan and IAP are living documents that can be amended by the City Council to better meet the needs of the City , as priorities, resources, and conditions evolve over time.
1. Goals - Overarching priorities identified by City Council during the Strategic Plan period.
2. Success Indicator - The overall impact that is measured upon the completion of a Goal.
3. Strategies - The 23 actions or “what we seek to achieve” under each Goal.
4. Key Tasks and Deliverables - All Tasks that must be completed to achieve each Goal.
5. Progress Status and Completion % - Indicates whether a Task is complete, in progress, upcoming or on hold, and the percentage completion rate.
6. Timeline (Start/Finish) - A start and end date for the entire task/strategy, defined in quarters and years.
7. Current Status - The status of each task at the time of reporting.
8. Key Performance Indicator - Quantitative measures of each task/goal's impact.
9. Lead Department and Staff - The main staff/department designated as having management responsibility for completing the item.
10. Estimated Total Project Cost - Estimated funds for equipment, services, contractors, consultants, and other necessary expenses. Indicate whether all or partial funds are budgeted or require budgeting
City Council also reviewed 18
other strategies an d identified
them as important but not as
urgent or critical. Those Strategies or
“Small Rocks” are available on the
original IAP published here. As priority
Strategies are completed and free up City
resources, City Council may consider
working with staff to pick up one or
more Small Rocks for future
implementation, as higher priority
strategies are completed, resources
are made available, community needs
evolve, and other factors present at that
time.
All modifications to the IA P and progress updates will continue to be communicated to the City Council on a biannual basis (January and July), providing a forum to gather feedback that will be used to update and improve the Strategic Plan over the next four years.
GOAL 1. ECONOMIC DEVELOPMENT
Success Indicator: Greater business retention, investments and job growth in Huntington Beach.
Start Date Due Date
£ Issue an RFP to procure a consultant Staff to develop a scope of work to prepare an updated Economic Development Strategy. ᶉ
Completed 100% Q4/2023 Q4/2023
With input received from the Summit, staff developed a scope of work and prepared a project schedule:
- Q1/2024: Review existing documents and analyze market data; draft an Updated Strategy.
- Q1/2024: Gather staff feedback on the draft.
- Q2/2024: Hold briefings with the Economic Development Committee and Council Members to gather feedback.
- Q3/2024: Present final draft to Cit
y Council.
$0
Costs are mainly
in staff time
3) Work with key industry stakeholders to solicit input during the development of the Strategy and prioritize further outreach as part of the strategy.
ᶉ
Completed 100% Q4/2023 Q4/2023
Input gathered from the Summit will be incorporated as goals in the updated ED Strategy. Add'l outreach with industry
stakeholders and community partners may also be incorporated and will be included in Task A.1.
$0
Costs are mainly
in staff time
4) Present an updated Strategy to City Council for consideration and approval. ᆂ,Q3URJUHVV 20% Q4/2023 Q3/2024
a) # of business visits and engagements
b) Add'l KPIs to be determined following completion
of the Updated Strategy
$0
Costs are mainly
in staff time
Key Performance Indicators (KPIs)
Community
Development -
Economic
Development
Manager
Lead
Department and
Staff
$0
Costs are mainly
Estimated Total
Project CostStrategies Progress Status
100% Summit held on 10/13/23. Attendees provided input on the highest priority economic development objectives in the City, A. Develop an updated
economic development strategy
to increase business retention,
local investments, and job
growth
1) Review 2017 Economic Development Strategy and 2020
Industry Cluster/ Workforce Analysis; conduct the Mayor’s Completed Current Status
Timeline***
Q4/2023 Q4/2023
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
Success Indicator: Available funding to support a high-quality level of programs, services, and capital investments and to build a structural surplus.
Start Date Due Date
1) Update fee study (i.e., citywide fees and charges, EMS, and fines) and evaluate the feasibility of implementing updated fees.
Includes cost of service fee study and cost allocation plan. ᆂ,Q3URJUHVV 50% Q3/2023 Q2/2024
Staff is working with a consultant to update the study, incl. a cost allocation plan that will be presented to Council in Q2 2024. As part of the City's overall fiscal sustainability, staff is also looking into revenue generating opportunities.
a) Structurally balanced budget (yes/no)
b) Updated Master Fee Schedule (yes/no)
c) Add'l KPIs may be established after the completion
of the Updated Fee Study
Finance - Chief
Financial Officer
$87,700
One-time cost, in
FY23-24
2) Establish an ongoing program to increase grant application efforts and pursue federal/state funding. ᆂ,Q3URJUHVV 50% Q3/2023 Q3/2024 Hired State and Federal legislative advocates (2) to identify and apply for funding for major Council approved projects. Platform will also be used to manage grant applications.
a) Total valuation of grants/outside funds awarded to
the City
CMO - Council
Policy Analyst
$180,000 / year
Budgeted in FY23-
24. Will be an
ongoing expense.
Also covers the
cost for Goal 5.A.1-
2 5) Update developer impact fees in accordance with the Mitigation Fee Act; ensure fees are aligned with the impact of development on City services/stakeholders.
2Q+ROG 0% N/A N/A
Due to relatively new State legislation, embarking on this effort will likely result in lower DIFs, which would counter the original intent of this item. The law, however, does require an update by 2030, and staff will revisit this item at that time.
Community
Development -
Director
On hold
GOAL 2. FISCAL STABILITY
Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
Lead
Department and
Staff
Key Performance Indicators (KPIs)
Q4/2023
Q4/2024
Q3/2024
In Q4 2024. staff will establish a centralized real estate program to review city leases as they approach expiration, adjust them to market rate when needed, and manage them uniformly across all depts. As a first step, staff is identifying consultants to assess all or a sample of city leases.
TBD
One time cost in
FY23-24
$0
Costs are mainly
in staff time
This item will be incorporated into the updated Economic Development Strategy (Goal 1.A) and will include a list of industries to attract, promotional materials (e.g. community profile, fact sheet or brochure that conveys HB's strengths, unique brand and messaging), and use of tools such as
conferences and trade shows.
Community
Development
and Public
Works w/ inter-
departmental
support)
Community
Development -
Econ. Dev.
Manager
a) KPIs will be established once the program is
established.
See Goal 1.A
A. Consider new revenue
sources and opportunities to
support the City’s priority
initiatives and projects
ᆂ,Q3URJUHVV
4) Develop formal policy for attracting and retaining high demand businesses ᆂ,Q3URJUHVV
3) Evaluate leases/concessionaires and adjust to market rate where applicable
Strategies Progress Status Current Status
Timeline***
25%
20%
Q1/2024
Success Indicator: An engaged City workforce that is committed to responsive and exceptional public service for all and achieves a customer satisfaction rating of 90% or higher.
Start Date Due Date
1) Finalize scope of effort (i.e., required departments, services, technology) and physical scope of work (i.e., counter layout, number of workstations, etc.); obtain quotes for tech needs. ᆂ,Q3URJUHVV 80% Q2/2023 Q2/2024
Staff will begin with a pilot program in Community Development called Streamline HB that will implement internal efficiencies with minimal physical improvements upfront. Staffing models include individualized concierge services. This pilot will help determine if add'l improvements are needed.
$0
Costs are mainly
in staff time
2)
Procure design firm to prepare concept drawings and cost estimates for physical space 2Q+ROG 0% N/A N/A
This item is on pause. Streamline HB will require limited physical improvements and will not need a design firm at this time. Staff will assess the pilot before determining if more significant improvements are needed using a design firm.
On hold
3) Circle back with City Council to prioritize next steps, phasing plan, and financing plan ł Upcoming 0% Q3/2024 Q3/2024
The final phasing plan to implement Streamline HB will be presented in Q3/2024; staff will gather feedback and incorporate them into the implementation phase.
$0
Costs are mainly
in staff time
4) Implement phasing plan ł Upcoming 0% Q4/2024 Q2/2025 Once approved by Council, staff will implement the final phasing plan. a) Accela customer satisfaction survey rating
TBD
Following
completion of
Tasks 1-3
1) Complete recruitment for vacant director positions within 3 months of vacancy ᆂ,Q3URJUHVV 80% Q1/2023 Q4/2023
Completed 5 recruitments on time plus 2 interim recruitments.
Currently recruiting for a permanent Human Resources Director using the services of a recruiter.
a) Recruitments completed (yes/no)
$25,000
One-time cost in
FY23-24
2)
Implement Managed Hiring Process to identify and fill key vacancies ᆂ,Q3URJUHVV 25% Q3/2023 Q2/2025 Implemented a Managed Hiring process, which is on track to meeting its 2-year savings goals through June 2025. a) Savings achieved in FY23-24 and FY24-25 $0
Costs are mainly
in staff time
3) Identify efficiencies to aid departments whose vacancies cannot be filled immediately ᆂ,Q3URJUHVV 50% Q2/2023 Q2/2024 Staff identified efficiencies for FY23-24. Staff is continuing this exercise for the FY24-25 and FY 25-26 Budgets. a) Amount of efficiencies identified $0
Costs are mainly
in staff time
1) Review and implement a 12-month action plan by North Star ᆂ,Q3URJUHVV 50% Q2/2023 Q3/2024 Continue to implement components of the Plan incl. a customer satisfaction survey provided to customers at the end of a service/interaction.
a) Customer service satisfaction rating
b) Biennial quality of life survey results
$30,000
One-time cost; in
FY23-24
2)
Kickoff a 10-session Dennis Snow Customer Service Virtual Training for 250 team members
ᶉ
Completed 100% Q2/2023 Q4/2023
Successfully identified staff to take the virtual training. Began mid- point check-in meetings with each dept. to discuss lessons and incorporate them into City operations.
$6,500
One-time cost; in
FY23-24 budget
3) Create an internal customer service working group to identify customer issues and develop improvements ᆂ,Q3URJUHVV 10% Q1/2024 Q3/2024 As part of Goal 3.C.1, completed a thiry-party assessment of City's customer service delivery City is working closely with the Deputy Leadership Team (DLT) to identify internal OneHB team members to implement key recommendations.
$0
Costs are mainly
in staff time
1)
Convene a Council Ad Hoc Subcommittee to recommend
structural changes as needed
ᶉ
Completed 100% Q2/2023 Q3/2023 Formed on 5/6/2023 and made recommendations on 6/6/2023. $0
Costs are mainly
in staff time
2) Present recommendations to City Council and implement approved changes
ᶉ
Completed 100% Q2/2023 Q3/2023
Recommendations approved at 8/1/23 Council meeting.
Documents to effectuate them approved at 9/5 and 10/3/23 Council Meetings.
a) BCCs restructured (yes/no)
$0
Costs are mainly
in staff time
GOAL 3. HIGH PERFORMING ORGANIZATION
Strategies
Lead
Department and
Staff
Estimated Total
Project Cost
Key Tasks and Deliverables
(in chronological order)
A. Establish a One Stop Shop to
bring development services and
other frequently used services
under one location to create an
improved and efficient customer
service experience
B.
Fill department director
vacancies and other key
positions to lead and provide
essential services to the
community
City Manager’s
Office -
Principal Analyst
C.
Implement the Public Service
Excellence Initiative to invest in
workforce development and
promote exceptional customer
service
D.
Restructure the City’s Boards,
Commissions and Committees
(BCC) to ensure the most
efficient use of City resources
while maintaining an effective
level of civic engagement
Progress Status Current Status
Community
Development -
Director and
Building Official
City Manager’s
Office - City
Manager
Timeline***Completion
%
(estimate)
Key Performance Indicators (KPIs)
City Manager’s
Office -
Assistant City
Manager
1) Identify required and optional training opportunities ᶉ
Completed 100% Q2/2023 Q3/2023 Staff has conducted initial research into training topics and has begun implementing them throughout the year.
$0
Costs are mainly
in staff time
2) Research available LMS providers, compare features, pricing and user reviews ᆂ,Q3URJUHVV 50% Q2/2023 Q3/2024
Continue to research alternative LMS providers to ensure city is offering the best training solutions for staff; identify add'l resources available through existing partnerships (i.e. EAP, LCW) and Target Solutions for training content & tracking.
$0
Costs are mainly
in staff time
3) Work with selected provider and IS to develop and implement LMS
ᶉ
Completed 0% Q2/2024 Q4/2023
Current LMS, Target Solutions, is offered at no cost under our current contract with an HR service provider. Being used for online training & centralized certification recordkeeping. $0
Costs are mainly
in staff time
4)
Conduct citywide training and rollout ᆂ,Q3URJUHVV 25% Q3/2024 Q4/2024 Staff is currently working to establish LMS user accounts for all employees citywide, completing required legal training (AB1234, SB1661), and conducting citywide surveys for training topics offered.
a) # of employee training programs offered
$0
Costs are mainly
in staff time
1) Research performance evaluation system; select and develop new system ᆂ,Q3URJUHVV 80% Q2/2022 Q3/2024 Staff has selected Trakstar. Currently finalizing evaluation template to be used citwide.
$0
Costs are mainly
in staff time
2) Gather feedback and consensus from Leadership Teams, Managers and Labor Associations ᆂ,Q3URJUHVV 50% Q1/2023 Q3/2024 Initial feedback received has resulted in change of performance evaluation template; followup meetings with staff and
associations to be scheduled.
$0
Costs are mainly
in staff time
3) Conduct rollout; provide citywide training for all supervisors and staff; conduct rollout ł Upcoming 0% Q3/2024 Q4/2024 Citywide rollout plan by department to be intiated; hands-on training for all supervisors and staff to be scheduled. a) % of staff trained in new evaluation system $0
Costs are mainly
in staff time
1) Issue an RFP and select a new TPA; coordinate the transfer of all relevant data to TPA
ᶉ
Completed 100% Q4/2022 Q4/2023 AIMS selected; data transfer to AIMS completed. $0
Costs are mainly
in staff time
2) Introduce TPA to organization and rollout TPA services on an ongoing basis
ᶉ
Completed 100% Q3/2023 Q4/2023 Initial introduction held. Training sessions for supervisors held in December 2023 for online claims reporting.
$0
Costs are mainly
in staff time
E. Explore new Learning
Management Systems (LMS) to
offer more comprehensive and
innovative employee and public
official training programs
F.
Launch TrakStar, a web-based
performance evaluation system
for City employees that will help
improve employee engagement
and productivity
G.
Select a new third-party
administrator (TPA) for workers’
compensation to manage City
claims efficiently, reduce cost
and create a safer workplace
Human
Resources -
Director
Human
Resources -
Director
Success Indicator: A continuum of care that reduces homelessness andmaintains quality of life for the entire community.
Start Date Due Date
1) Develop the HB Cares model of volunteers to provide services to the homeless population
ᶉ
Completed 100% Q1/2023 Q2/2023
Program has been established and has currently trained 20 volunteers to staff Homeless Task Force outreach phone lines, activities at the Navigation Center (i.e. social skills groups, beautification projects).
a) # of volunteers enrolled and trained.
$0
Costs are mainly
in staff time
2) Seek partnerships with faith and community-based
organizations to provide direct services and support to prevent or reduce homelessness
ᶉ
Completed 100% Q1/2023 Q4/2023
Staff has built a network of 20 organizations to assist with needs and services and established a faith-based resource group to provide significant financial commitments and services through volunteers and advocacy. City facilitates quarterly Community Resource Collaborative meetings to encourage streamlined communication among providers and hosted the first Community Connection event.
a) # of local faith and community based
organizations partnering with the City
$0
Costs are mainly
in staff time
3)
Collaborate with CalOptima as they release their street medicine program
ᶉ
Completed 100% Q2/2023 Q4/2024
Council submitted an application for the Street Medicine Program on 11/7/23; however, the City was notified on 12/7/23 that it was not successful. The City will continue pursuing this program and other opportunities.
$0
Costs are mainly
in staff time
1) Coordinate with Jamboree to develop and finalize the planned use and conceptual plans ᆂ,Q3URJUHVV 50% Q3/2023 Q2/2024 Funding sources have been identified by Jamboree Housing and a preliminary design has been rendered. An extension to the existing Exclusive Negotiating Agreement and recommendations will be brought to Council in Q1 2024.
$0
Costs are mainly
in staff time
2) Secure funding opportunities to develop site ᆂ,Q3URJUHVV 25% Q1/2023 Q3/2027 Funding sources have been identified by Jamboree Housing. The City will need to obtain authorization, complete applications, and (if selected) receive funds.
$0
Costs are mainly
in staff time
3) Collaborate with partners, operators, and agencies to deliver services ł Upcoming 0% Q1/2024 Q3/2027 Work in progress. We anticipate seeking proposals once final services for the site are determined.
TBD
(following
completion of
Tasks 1-2)
4) Design and construct ᆂ,Q3URJUHVV 25% Q3/2023 Q3/2027 A preliminary design has been rendered. Recommendations and an ENA extension will be brought to the City Council in Q1 2024. a) Biennial Point-in-Time Homeless County
b) # of Navigation Center clients housed
TBD
(following
completion of
Tasks 1-3)
GOAL 4. HOMELESSNESS
Strategies Progress Status Current Status Timeline*** Estimated Total Project Cost
B. Feasibly transition the
Navigation Center to include
shelter and supportive housing.
A.
Explore options to
collaborate with faith and
community-based
organizations, the City’s HB
Cares Volunteer program,
CalOptima, and others to
provide social services in a cost-
effective manner.
Lead
Department and
Staff
City Manager’s
Office -
Homeless
Services
Volunteer
Coordinator and
Manager
Key Tasks and Deliverables
(in chronological order)
Completion
%
(estimate)
Key Performance Indicators (KPIs)
City Manager’s
Office -
Homeless
Services
Manager
Success Indicator: Proactive programs to address diverse housing needs within the City’s jurisdiction and control.
Start Date Due Date
1) Create a Legislative Platform with legislative advocates and topical legislative analyses ᆂ,Q3URJUHVV 95% Q3/2023 Q1/2024 Staff has prepared a Platform with feedback from the
Intergovernmental Relations Committee. Platform will be presented to Council in Q1/2024.
a) Platform completed (yes/no) Costs included in
Goal 2.A.2.
2)
Monitor proposed legislation for IRC’s consideration
ᶉ
Completed 100% Q1/2023 Ongoing
Staff has onboarded legislative advocates to monitor proposed legislation for the Intergovernmental Relations Committee and Council. This will be ongoing.
a) # of policy positions taken related to priorities in the Platform
Costs included in
Goal 2.A.2.
3)
Participate in regional agency efforts related to housing policy - Southern California Association of Governments (SCAG), Orange County Council of Governments (OCCOG), etc.
ᶉ
Completed 100% Q1/2023 Ongoing
Staff attends OCCOG Technical Advisory Committee, monitors SCAG meetings for regional projects and provides Council reps with important info or talking points. Staff routinely reviews and comments on regional planning documents such as the SCAG Regional Transportation Plan/Sustainable Communities Strategies (Connect SoCal) and the OCTA Long Range Transit Program. $0
Costs are mainly
in staff time
4) Assist City Council Members on approved H-Items related to local control
ᶉ
Completed 100% Q1/2023 Ongoing
Staff met with Council Member authors and developed ideas to achieve the intent of H-items; future HBMC amendments are forthcoming in Q1/2024. This will be an ongoing effort. $0
Costs are mainly
in staff time
GOAL 5. HOUSING
Strategies Progress Status Current Status Timeline*** Lead Department and
Staff
Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order) Key Performance Indicators (KPIs) A. Take action to maintain local
control of land-use planning
City Manager's
Office - Council
Policy Analyst
Community
Development -
Director
Success Indicator: Maintained and upgraded infrastructure that supports the community’s day-to-day needs, in accordance with the City’s Infrastructure Report Card.
Start Date Due Date
1) Hire design consultant to conduct community outreach & engagement ᆂ,Q3URJUHVV 85% Q3/2023 Q2/2024 Staff to hire consultant to assist with Goal 6.A.2 (below). $200,000
One-time cost;
FY23-24 budget
2) Develop project budget, design, and environmental review. ł Upcoming 0% Q1/2024 Q3/2024 Utilize consultant to develop concepts, gather community feedback, develop preliminary budgets, prepare an
environmental review.
a) Completed planning (yes/no)
b) Completed design (yes/no)
c) Completed permitting (yes/no)
Included in the
cost above
3)
Conduct a Measure C analysis, as needed ł Upcoming 0% Q2/2024 Q4/2024 If the proposed restroom improvements require a Measure C voter approval, staff will prepare to place a ballot measure on the November 2024 general election.
a) Obtained project authorization via Measure C
voter approval (yes/no)
$200,000
One-time cost; for
FY24-25
4)
BID project and request allocation of funding through CIP process, to include long term maintenance plan ł Upcoming 0% Q1/2025 Q3/2025 a) Completed BID package and funding request (yes/no)
Costs included in
Goal 2.A.2.
5) Complete project construction ł Upcoming 0% Q3/2025 Q4/2027 a) # of restrooms constructed (yes/no) b) Construction completed on time (yes/no)
TBD following
completion of
Tasks 1-2
1) Conduct assessment and community input of acceptable event volumes by type ᆂ,Q3URJUHVV 15% Q4/2023 Q3/2024
Responsible Hospitality Institute (RHI) consultant collected data in 10/2023; staff will present data/analysis to Council in Q2 2024 and also collaborate with stakeholders for future event opportunities. Present assessment in Summer 2024.
$0
Costs are mainly
in staff time
2) Evaluate Public Safety capacity and resources ᆂ,Q3URJUHVV 10% Q4/2023 Q1/2024 CLS staff began working with Public Safety and requested data by Q1 2024. Staff will compare data with RHI Findings in Q2 2024; present assessment in Summer 2024.
$0
Costs are mainly
in staff time
3) Conduct meetings with Specific Event Executive Committee to review Specific Event policies and procedures ᆂ,Q3URJUHVV 5% Q4/2023 Q3/2024 CLS began review of existing policies in HBMC in Q4 2023 to prep for Specific Event Executive Committee meetings in Q1 2024.
Together, staff will present HBMC recommendations to the City Attorney's Office with final ordinances presented in Q2/Q3 2024. a) Draft ordinances completed (yes/no)
$0
Costs are mainly
in staff time
4)
Research and understand Measure C implications ᆂ,Q3URJUHVV 25% Q4/2023 Q4/2024 Staff obtained a proposal from RJM ($30K) to conduct outreach and gather feedback on possible modifications to Measure C in Q1 2024. Any potential amendment language will be presented to Council in Q3 2024; if approved, it will be placed on the November 2024 ballot at a rough cost of $150,000.
a) Obtained authorization to present Measure C
amendment for voter approval (yes/no)
$30,000
One-time cost; in
FY23-24 budget
$150,000
One-time cost for
FY24-25
5) Explore feasibility of sole-source, long-term lease agreements for event providers ᆂ,Q3URJUHVV 5% Q4/2023 Q3/2024
CLS is developing a list of questions to consider and will work with depts. to make final determinations in Q2 2024 with the goal of finalizing negotiations with operators, contingent on Municipal Code approvals.
a) # of additional venues
b) # of attendees
c) # and type of specific events
TBD
6)
Complete Central Park and City-Wide Parks & Recreation
Master Plans to identify potential venue locations ᆂ,Q3URJUHVV 70% Q4/2023 Q3/2025 Starting 11/2023, CLS has been reviewing the Parks & Recreation (P&R) Master Plan and collecting quotes for the Central Park (CP) Master Plan. CLS will begin requesting FY24/25 funding for the CP Master Plan in Q2 2024 and seek approval of the P&R Master Plan. CLS will also seek approval of the CP Master Plan in Q3 2025.
a) Completion of the Master Plans (yes/no) TBD
GOAL 6. INFRASTRUCTURE INVESTMENT
Strategies Estimated Total
Project Cost Key Performance Indicators (KPIs)
A. Provide world-class beach
facilities, including the
renovation and expansion of 15
beach restrooms, new lighting
improvements for Pier Plaza
access, security and
programming
Progress Status Current Status
Timeline***Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
B.
Explore additional sports and
concert venues to bolster
tourism and provide world class
amenities for community
members
Lead
Department and
Staff
Public Works -
Director
Community &
Library Services -
Director
1) Release RFP and hire consultant to conduct the assessment ᆂ,Q3URJUHVV 5% Q4/2023 Q3/2024 RFP will be released in Q1 2024 with proposed cost estimates available by Q2 2024.
TBD
One-time cost for
FY 24-25
2) Conduct inventory/assessment of City facilities ł Upcoming 0% Q3/2024 Q3/2025 Included in the cost as above
3) Develop financing strategy for CIP implementation and long- term maintenance ł Upcoming 0% Q2/2024 Q4/2025
TBD
One-time cost for
FY 25-26
4) Release final report to the public ł Upcoming 0% Q3/2026 Q4/2026 a) % of facilities improved over the plan period $0
Costs are mainly
in staff time
1) Conduct and adopt Water Master Plan ᆂ,Q3URJUHVV 75% Q3/2023 Q1/2024 Water/Sewer Rate Study drafted; Host a study session in Q1 2024 to review the Study, gather feedback.
a) # of feet of water pipe replaced
b) # of new wells constructed
$283,300
One-time cost; in
FY 23-24 budget
2) Conduct and adopt Sewer Master Plan ᆂ,Q3URJUHVV 75% Q3/2023 Q1/2024 (Same as above) a) # of feet of sewer pipe relined b) # of infrastructure repair projects completed
$700,000
One-time cost; in
FY 23-24 budget
3) Conduct and adopt Mobility Master Plan ᆂ,Q3URJUHVV 90% Q2/2023 Q2/2024 Staff held Town Hall #2 on 10/25/2023 to discuss draft
recommendations / next steps. Staff plan to brief Council on the draft plan in Feb 2024 for feedback.
a) Miles of bike lanes installed
b) # of gap closure/safety improvements completed
$323,000
One-time cost; in
FY 23-24 budget
4) Conduct and adopt Fleet Capital Master Plan ᆂ,Q3URJUHVV 90% Q4/2021 Q1/2024 Hold Council briefings in Q1/2024 to discuss next steps and financing required to transition fleet per current state requirements. Staff plan to brief Council on the draft plan in Feb 2024 for feedback.
a) # of clean air vehicles purchased annually
$100,000
One-time cost; in
FY 23-24 budget
5) Conduct and adopt Fiber Master Plan ł Upcoming 0% Q1/2024 Q3/2025 IS will refine a multi-year detailed scope to connect City facilities and main business/event hubs with fiber. Issue an RFP for consultant, and request budget appropriation as part of CIP budget process.
a) # of feet/miles of fiber installed
TBD
One-time cost for
FY 24-25
6) Conduct and adopt Infrastructure Report Card ᆂ,Q3URJUHVV 50% Q2/2023 Q3/2024 Scheduled for completion, adoption, and release of final results in Q3 2024. Add'l KPIs to be determined
$205,000
One-time cost; in
FY 23-24 budget
C. Conduct an assessment of all
City facilities to determine
priorities for upgrades and
repairs, implementation and
financial priority.
D.
Undertake major planning
efforts including Fleet Capital
Replacement Plan, Mobility
Master Plan, Fiber Master Plan,
and Infrastructure Report Card
to adequately anticipate and
prepare for future infrastructure
needs
Public Works -
Director
Public Works -
Director
Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities.
Start Date Due Date
1) Conduct 311 research & develop cost/scope; issue request for expressions of interest from 311 qualified firms
ᶉ
Completed 100% Q3/2022 Q4/2022 Request issued in 9/2022; responses reviewed in 11/2022. $0
Costs are mainly
in staff time
2) Issue an RFP for a contractor and begin developing 311 system and call center to build a robust, online communication system. ᆂ,Q3URJUHVV 25% Q2/2023 Q3/2024 RFP not issued; met with existing MyHB provider to identify alternate options to expand online communications. Study session to gather Council feedback on next steps in Q12024. $0
Costs are mainly
in staff time
3) Begin development of a centralized platform for City info ł Upcoming 0% Q3/2024 Q1/2026 Waiting for direction from the Study Session in Q1 2024.
TBD
One time cost
across FY24-25
and FY25-26
4) Develop a policy for use and train City staff ł Upcoming 0% Q1/2026 Q1/2026 Awaiting completion of Ta sks 1-3. a) % of staff trained in policy for use $0
Costs are mainly
in staff time
5) Rollout comprehensive marketing strategy ł Upcoming 0% Q2/2026 Q2/2026 Awaiting completion of Tasks 1-4. KPIs to be determined based on Council feedback per Task 2.
TBD
One time cost in
FY25-26
1) Issue an RFP to select a web developer
ᶉ
Completed 100% Q3/2021 Q4/2021 RFQ issued; responses vetted and contract awarded to Revize on 11/16/21.
$170,000
One-time cost in
FY21-22 budget
2) Conduct site cleanup, site mapping, and design; site integration and content cleanup ᆂ,Q3URJUHVV 75% Q1/2022 Q1/2024 Staff contributed site mapping and content cleanup information; design is finalized. Transition data from old to new website. $0
Costs are mainly
in staff time
3) Rollout comprehensive marketing strategy ł Upcoming 25% Q4/2023 Q1/2024 Awaiting completion of Task s 1-2. a) # of unique visits to the City website $10,000
One time cost in
FY23-24 budget
4) Create policy for ongoing website management, user access, and content cleanup ł Upcoming 0% Q1/2024 Ongoing Awaiting comple tion of Tasks 1-2. a) % of applicable staff trained in new policy (yes/no) $0
Costs are mainly
in staff time
GOAL 7. PUBLIC ENGAGEMENT
Strategies
Lead
Department and
Staff
Progress Status Current Status
Timeline*** Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
City Manager’s
Office - Public
Affairs Manager
Key Performance Indicators (KPIs)
City Manager’s
Office - Public
Affairs Manager
B.
Redesign the City’s website
to increase its versatility and
enhance user experience with
easy to access information
A.
Implement 311 a robust
online communication system to
manage/track calls for services
and provide one centralized
location for community
members to obtain all City
information and services.
1) Expand outreach through Town Halls, Coffee with the Mayor, and enhanced certificate/award program
ᶉ
Completed 100% Q1/2023 Ongoing Outreach events established and ongoing; events have enhanced community outreach.
a) # of outreach/education events and resources
provided biannually
$5,000/year
Budgeted in FY23-
24 2) Develop & produce new digital content – PSAs, Mayor’s Roundtable, Public Safety Awareness, etc.
ᶉ
Completed 100% Q1/2023 Ongoing Developed a process to produce high quality video content for HBTV and social media.
a) # of social media engagements and impressions
(incl. Facebook, Instagram, YouTube)
$50,000/year
Budgeted in FY23-
24 3) Create & purchase outreach kit – to include tents, banners, tables, handouts, collateral ᆂ,Q3URJUHVV 20% Q3/2023 Ongoing Preparing desi gn and identifying vendors. $10,000 annually 4) Collaborate with partners to identify more opportunities to engage with residents & businesses ᆂ,Q3URJUHVV 20% Q3/2023 Ongoing Build out community stakeholder contact list and outreach channels See Task 1
$0
Costs are mainly
in staff time
5) Develop PIO committee from all Departments committed to developing effective citywide quarterly mailers and public feedback materials based on existing needs
ł Upcoming 0% Q2/2024 Ongoing
Identify PIO contact(s) for each City Department and develop comprehensive list of programs, service, activites, for further promotion and engagement.
$0
Costs are mainly
in staff time
6)
Create a consolidated citywide event calendar and policy for planning and implementing events
ᶉ
Completed 100% Q1/2023 Q1/2023 Event calendar is available on Surf City Break and will also be woven into the new City website.
$0
Costs are mainly
in staff time
7) Launch Surf City Speaks! ᆂ,Q3URJUHVV 20% Q4/2023 Q3/2024 Prepared branding and an initial website. Staff will roundtable on the content and ensure it is distributed at every City event. See Task 1 $82,000 across four years
1) Buildout downstairs studio & update equipment ᆂ,Q3URJUHVV 20% Q2/2023 Q2/2027 Staff is rebuilding the HBTV studio to include office space and studio equipment.
$700,000
across 4 years
Using PEG funds
restricted to use on
public TV capital
only
2) Hire HBTV Media Coordinator
ᶉ
Completed 100% Q2/2023 Q4/2023 New coordinator hired. Costs are mainly in staff time
3) Develop informative & varied content with purpose and reflective of Huntington Beach ᆂ,Q3URJUHVV 50% Q1/2024 Ongoing Work with the Communications Committee and staff to develop original content. a) # of online videos created $420,000 across four years
1) Hire Graphic Designer
ᶉ
Completed 100% Q2/2023 Q4/2023 New designer hired.
$0
Costs are mainly
in staff time
2) Develop Citywide Branding Guide
ᶉ
Completed 100% Q1/2023 Q1/2024
A new branding guide has been completed and shared with Leadership Teams. Staff will continue to ensure all staff utilize it moving forward.
$0
Costs are mainly
in staff time
3) Develop Citywide policy on public facing graphics/content ᆂ,Q3URJUHVV 75% Q2/2023 Q1/2024 Policy will provide guidance on how and when to display graphics. a) % of applicable staff trained in new policy $0
Costs are mainly
in staff time
4) Develop standardize templates and materials for citywide use ᆂ,Q3URJUHVV 10% Q3/2023 Q1/2025 Templates include flie rs, agendas, presentations, etc. $0
Costs are mainly
in staff time
City Manager’s
Office - Public
Affairs Manager
City Manager’s
Office - Public
Affairs Manager
E.
Hire a graphic designer to
incorporate the City’s Branding
Guide throughout the
organization for greater
consistency and appeal across all
City visual content.
City Manager’s
Office - Public
Affairs Manager
C.
Expand and enhance
community outreach
engagement opportunities
through neighborhood town
halls, direct mailers, and videos
D.
Enhance capacity of HBTV
and produce relevant television
content to expand the City’s
public engagement reach across
diverse audiences
Success Indicator: Ensure the safety and protection of all community members, both efficiently and effectively.
Start Date Due Date
1) Lead a community wide comprehensive risk reduction strategy and culture to minimize incidents and optimize emergency response
ᆂ,Q3URJUHVV 25% Q3/2023 Q4/2026
Analytics, mapping, dashboards and reports are completed and ongoing. Preparing for the phase to roll out to the community.
Currently being used to make decision on staffing and
operational response.
a) Form work group with Police, Fire, IS, Public
Works (yes/no); # of monthly calls for service
b) Form a quarterly work group with all Fire divisions to review staff risk reduction strategies
c) Receive the American Heart Association (AHA)
Mission: Lifeline EMS Recognition for excellent pre-
hospital heart attack care.
d) Meet FireScope Type Requirement
e) % of Lifeguards/Marine Safety Officers meeting
US Lifesaving Assoc. requirements
$200,000
One time cost for
FY25-26
2)
Realignment of inspection assignments and frequencies to improve departmental efficiencies and customer service
ᶉ
Completed 100% Q3/2022 Q4/2023 All inspections have been reliagned and redistributed. a) % of Life Safety and Fire Permit inspections
completed
b) % of State-mandated occupancy inspections
completed
$0
Costs are mainly
in staff time
3) Implement Intern program
ᶉ
Completed 100% Q4/2022 Q3/2023 Program underway. 6 Interns are currently working in CRR Division.
a) # of youth enrolled in Fire Explorers program
b) # of ambulance operators and lifeguards
sponsored for fire academies and/or paramedic
school
$0
Costs are mainly
in staff time
4)
Cultivate a business centered customer service culture fostered on communication, consistency and transparency ᆂ,Q3URJUHVV 25% Q1/2023 Q4/2024 Larger reorganization and training of CRR Division is in works to improve customer-centered service.
a) Meet quarterly with the Chamber of Commerce,
Downtown BID, and small business owners to discuss
business/community feedback related to business,
development, and customer service (yes/no)
$0
Costs are mainly
in staff time
5) Implement an emergency pre-plan program ᆂ,Q3URJUHVV 25% Q3/2023 Q3/2024 New program has been implemented and training scheduled for 2024. New data backed classification of target hazards is underway.
a) Yearly redefine target hazards using data and
redefine response grid as needed (yes/no)
b) % of suppression personnel trained on new
emergency pre-plan program
$0
Costs are mainly
in staff time
£8WLOL]HDQDO\WLFVWRLPSOHPHQWWDUJHWHGULVNUHGXFWLRQ campaigns designed to reduce emergency response ᆂ,Q3URJUHVV 50% Q3/2022 Q3/2024 Analytics has been developed. Several beta tests campaigns have been completed. Same KPIs as Task A.1
$0
Costs are mainly
in staff time
7)
Establish a full-time Fire Department community engagement coordinator ł Upcoming 0% Q3/2023 Q3/2024 Budget restricted. Not started. Opioid monies will be utilized.
Staff report is completed and awaiting direction. KPI's to be determined $0
Costs are mainly
in staff time
8) Expand Junior Lifeguard Coordinators to full-time Integration of interdepartmental opioid prevention and community ł Upcoming 0% Q3/2023 Q3/2024 Utilize settlement funding to create prevention programs. KPI's to be determined $0
Costs are mainly
in staff time
£'HYHORSD&\EHU6HFXULW\0DVWHU3ODQWRVHFXUHWKH&LW\·V networks and ensure continued operations, in emergency
situations
ᆂ,Q3URJUHVV 10% Q4/2022 Q4/2027
Internal IS team members have been meeting weekly to identify cyber security risks and explore mitigation strategies and started to implement measures to protect the agency server/networks. a) # of cyber security threats/attacks detected and
prevented
IS – Chief
Information
Officer
TBD
GOAL 8. PUBLIC SAFETY
Strategies
Lead
Department and
Staff
Progress Status Current Status Timeline***Completion
%
(estimate)
Estimated Total
Project Cost
Key Tasks and Deliverables
(in chronological order) Key Performance Indicators (KPIs) A. Community-wide
comprehensive risk reduction
program to optimize public
safety’s emergency response
and reduce the number of calls.
Fire - Chief
£3UHSDUHDQ,6'LVDVWHU5HFRYHU\3ODQ ł Upcoming 0% Q1/2024 Q4/2026 Prepare a scope of work and issue an RFP for a consultant. a) # of trainings to be developed and completed
(min. 12 / year)
b) % of training completed
IS – Chief
Information
Officer
TBD
2)
Update emergency preparedness plans and special events
management plans via the Emergency Operations Center ᆂ,Q3URJUHVV 90% Q3/2022 Q1/2024 EOP completed and Council approved. Special Event policy/ AR is near completion
a) Update the emergency response plan and Hazard
Mitigation Plan (yes/no)
b) % of staffing matrix for special events finalized
c) # of Community Emergency Response Team (min
250) and Radio Amateur Civil Emergency Services
(RACES) volunteers (min 75)
Fire - EOC
Manager
$0
Costs are mainly
in staff time
3)
Identify funding for the real time crime center ᆂ,Q3URJUHVV 50% Q4/2023 Q1/2028 In communication with legislators for potential funding. Funding required to cover the personnel who will staff the Real Time Crime Center (starting with one supervisor and progress as the Center is established).
KPI's to be determined Police – Patrol
Division Captain TBD
4) Develop the real time crime center ᆂ,Q3URJUHVV 50% Q4/2023 Q1/2024 Currently under construction Police – Patrol Division Captain
Budget incl. in a
larger FY23-24 CIP
project
(plus staff time)
B. Bolster City’s emergency
management preparedness and
response plans to ensure
seamless public safety response
during crisis events.